In B2B sales, the person sitting across the table from you may be important. But they may not be the person who ultimately decides whether you win.
The Person You Meet Is Not Necessarily the Buyer
A business purchase can involve people who:
- identify the problem
- influence the evaluation
- use the solution
- evaluate technical feasibility
- control or justify the budget
- negotiate commercial terms
- manage risk
- approve the purchase
- or have the authority to stop it
And these roles can sit with different people.
Sometimes one person performs several roles.
Sometimes several people share one role.
The larger and more strategic the purchase, the more complicated this becomes.
That is why “Who is the decision-maker?” is often too simplistic a question.
A Simple Case Study
Consider a company evaluating a new enterprise technology solution.
The salesperson initially speaks with the business head who has identified a problem.
The business head becomes interested.
From the salesperson's perspective, this person looks like the buyer.
But let's look at what happens inside the organisation.
1. The Problem Owner
This person experiences the problem directly.
Their question is:
“Will this solve the problem we are trying to fix?”
They may initiate the buying process.
But initiating a purchase does not necessarily mean they can approve it.
2. The Business Influencer
Another senior stakeholder becomes involved.
Their question may be:
“Does this support our broader business objectives?”
They may not own the budget, but their opinion can significantly influence the decision.
3. The Technical Evaluator
Now the technology team enters.
Their questions are different:
“Will this integrate with our existing environment?”
“Is it secure?”
“Can we support it?”
A salesperson who only convinced the business team can still lose the opportunity here.
4. Finance
Finance may look at the purchase through an entirely different lens.
Their questions might be:
“What is the financial justification?”
“What is the total cost?”
“What happens if we don't make this investment?”
The technical team may say yes while finance remains unconvinced.
5. Procurement
Procurement may not care about the salesperson's relationship with the business head.
Their responsibility is different.
Commercial terms, contracts, vendor processes, pricing and negotiation suddenly become important.
6. The Final Approver
Finally, there may be someone who has the authority to approve the investment.
But even this person may rely heavily on the recommendations of everyone who
came before them.
So who made the decision?
One person?
Not really.
The decision was shaped by the organisation.
The Buying Decision Is a System
Problem → People → Priorities → Proof → Permission
Problem
Who believes there is a problem worth solving?
↓
People
Who will be affected by the decision?
↓
Priorities
What does each stakeholder care about?
↓
Proof
What evidence does each person need before they are comfortable?
↓
Permission
Who ultimately has the authority to approve, reject or delay the purchase?
This changes the salesperson's approach completely.
Instead of asking:
“Who is my buyer?”
start asking:
“Who is involved in making this decision, and what role does each person play?”
The Five Questions I Would Ask
1. Who identified the problem?
This person often becomes the starting point of the buying journey.
2. Who will be affected by the solution?
These people may become strong supporters—or strong opponents.
3. Who will evaluate the solution?
This could include business, technology, operations, security, finance or other
functions.
4. Who can influence the decision?
Influence does not always come from hierarchy.
Someone without final approval authority can still significantly change the outcome.
5. Who can ultimately say yes—or no?
This is the most important distinction.
Influence and authority are not the same thing.
Watch: Selling to the B2B Buying Committee
If you want to see how modern B2B buying committees work in practice, this short LinkedIn Learning segment explains why complex B2B purchases increasingly involve multiple stakeholders rather than a single decision-maker.
Watch the LinkedIn Learning segment: Selling to the B2B Buying Committee
Video source: LinkedIn Learning.
A Better Way to Map an Account
Before moving deep into an enterprise opportunity, create a simple stakeholder map.
The best enterprise salespeople don't spend all their time looking for the decision-maker.
They understand the decision-making ecosystem.
Because in complex B2B sales:
The person who discovers the problem may not approve the purchase.
The person who loves the solution may not control the budget.
The person who controls the budget may not use the product.
And the person who can stop the deal may never have been in your first meeting.
So the next time someone asks:
“Who is the buyer?”
Pause.
A better question might be:
“Who needs to believe what before this organisation can buy?”
That is where enterprise selling really begins.
AB Formula
Complicated decisions become simpler when you understand how the decision is actually made.
— Akshay Balchhandra
AB Formula
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